PUBLIC LIBRARY
POSITION STATEMENT
200 3
S
Saallffoorrdd C
Ciittyy C
Coouunncciill
INTRODUCTION
I am delighted to introduce Salford City Council’s Public Library Position Statement for 2003.
It is produced at a really exciting time for our service as the plans developed in our Library Review
of 2000 and subsequent Annual Library Plans begin to bear fruit in terms of
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rising visitor numbers
completion of ICT services
a new partnership between libraries and Salford Direct to develop corporate egovernment initiatives
the introduction of two new Special Needs Mobile Libraries
The £200,000 increase in the materials fund which will support our Reader
Development and community ICT policies.
Most exciting of all are the plans for new and redeveloped library buildings and the redesign of the
services within them, currently,
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Salford’s four main town centre libraries will be rebuilt as part of the LIFT Private
Finance Initiative in partnership with the Primary Care Trust
we look forward to opening a new library in the new Albion High School in October
Winton Library will be rebuilt as a Family Centre and Library in partnership with Sure
Start
there are also plans to develop libraries in multi-use sites [community hubs] in
Broughton and Little Hulton
Ordsall Library has already transferred to a community site, which includes Job Centre,
Community Arts and other neighbourhood facilities.
The City Council fully supports the vision of the Department for Culture, Media and Sport as
described in “Framework for the Future” and this is reflected in our actions and future plans. We
are also keen to reflect the ideas expressed in “Building Better Library Services” [Audit
Commission] and “Better Public Libraries” [CABE] and we have ample opportunity to show this
over the next few years as libraries are rebuilt, relocated and redesigned.
Cllr. Barry Warner
Lead Member for Arts & Leisure
Salford City Council
ii
1.
CORPORATE VISION
1.1
VISION AND AMBITION FOR THE PUBLIC LIBRARY SERVICE
1.1.1
Vision - The City’s vision for the public library service is clearly stated in the Cabinet’s approval of the
Library Review [2000] and subsequent Annual Library Plans. The key elements being:i.
ii.
iii.
iv.
v.
A wide branch network in shared/multi-use community spaces
Investment in materials
Developing the public libraries as a corporate asset in terms of modernising local
government and e-government
Investment in ICT for the public and as part of the corporate network
Developing reading, lifelong learning and partnerships with schools and families.
The City’s Strategic and Best Value Performance Plan 2003/4 shows that these key elements reflect the
objectives of the City and the Local Strategic Partnership [LSP], particularly in: Mission
To create the best possible quality of life for the people of Salford
Council Pledges
Stronger communities; Supporting young People; Better education for all; Safer
Salford
Community Plan
[LSP]
A City that’s good to live in; A learning and creative City; A City where children
and young people are valued; An inclusive and economically prosperous City.
Shared
Government
priorities
Creating safer and stronger communities; Raising standards across schools;
Promoting healthier communities and independence for older people.
[Strategic and Best Value Performance Plan 2003/4. City of Salford. 2003]
1.1.2
Capacity – In spite of very difficult financial circumstances, the authority has managed to take financial and
strategic steps towards realising the vision for public libraries [detailed below]. It is clearly acknowledged
that the service can assist in achieving many corporate objectives from the focus on customer access and
community cohesion to a major partnership with the local NHS Primary Care Trust.
Realistically, the key limits and barriers to the capacity of the authority to meet the vision are financial and
are most often a result of external factors such as the level of standard spending assessment and major
legislative demands. These limits have already led to some delay in delivering the library strategy, although
there has been no reduction in the basic momentum towards achieving the vision.
1.1.3
Evidence
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
£100,000 addition to Materials Fund 2002/3
Further £100,000 addition to Materials Fund 2003/4 [i.e. Total £200,000 new revenue]
Development of Winton Library in partnership with Sure Start
Four new main libraries as part of Primary Care Centres in four town centres.
A new Community Library integrated into a new High School [October 2003]
Financial support for regrading most front-line staff to work with Salford Direct on information,
customer services and e-government
Proposed further development of Little Hulton and Broughton Libraries into new ‘community hub’
buildings
Relocation of Ordsall Library in a multi-use neighbourhood centre building
Corporate partnership on developing the People’s Network and its continuing use for the
modernisation of local government and lifelong learning
1
2.
RESPONSE TO “FRAMEWORK FOR THE FUTURE”
2.1
BOOKS, READING AND LEARNING
2.1.1
Key Strengths/Constraints/Challenges
Strengths – Underpinning the proactive development of reading and learning outlined in previous plans is
the £200,000 increase in the materials fund for 2003/4 [£100,000 in 2002/3]. The City has therefore
managed, in a difficult financial environment, to continue to fulfil its commitment to the Library Review,
subsequent ALP Action Plans and to achieving the Public Library Standards.
The service is represented on the Salford Lifelong Learning Partnership and the Family Learning Steering
Group
Reader Development
 Reader Development Officer appointed
May 2002 and mainstream funded
 Reader Development Strategy
published and approved
 Reader Development training for all
staff – external (Book Communications
Ltd) and on-going internal by Reader
Development Officer
 Active promotional campaign – part of
Greater Manchester group – Galaxy
Radio jingle and bus campaign
Children’s Services
 Specialist Children’s Team
 Salford Children’s Book Award
 Children’s Summer Reading Game
(national)
 Summer reading game for under 4s
(Sure Start areas)
 Partnerships with Sure Start
 Bookstart project, including the
innovative Bookstart and Beyond for
children between 10 months and 4
years
 Bookstart and Beyond Development
Officers
 Annual Children’s Book Festival
 Homework Help Clubs
ICT
 Free and assisted access to PCs, software
and internet
 IT learning support – access to equipment
and trained staff
 LearnDirect access points
 Locally based service, easily accessed by
local community
 Partnerships with Community ICT/Adult
and Community Learning
 Partnership with Heritage Service to use
Wolfson and NOF Digitisation funds to
develop community access to heritage
materials
 Association with community–based learning
organisations e.g. University of the Third
Age, IAG Network, Adult learners’ Forum
Inclusion
 Books @ Home – radical reorganisation of
the mobile services, leasing 2 new vehicles
in 2004 to serve those with Special Needs
 Connexions Information Access Points in all
libraries
 Special Interest collections – Jewish
Collection, collections for under 5s,
Working Class Movement Library,
partnership with Community Heritage Team
to develop access to local heritage
 Reduction in reservation fees to 10p
Constraints
 Pressures on the City Council budget
 Lower than average professional staff numbers
 Long-term sustainability of grant -funded partnerships and projects –Sure Start, ICT in the community
(SRB and ERDF funding)
 Delayed introduction of Sunday opening and extended hours generally
 Late start of Computerisation
 Library opening hours still do not reflect need
 Publishing world limited and short-term availability of some stock
 Socio-economic and cultural factors affecting audience responsiveness to reading and learning
2
Challenges
 To meet increasing demand for library materials which reflect the reading and learning needs of our
diverse community
 To continue to maximise opportunities for informal learning
 To track the progress of customers using the People’s Network
 Reaching non-users, particularly hard to reach groups
 Ensuring additional materials funds are spent effectively and results in increase in usage
 More coherent marketing strategy
 Rationalising opening hours to meet user and potential user need
 Developing informal and semi-formal learning opportunities and ensuring take-up
2.1.2
Policies and Practices for adults and children
Policy is supported by agreed strategies related to Stock Management, Reader Development, Children &
Young People, ICT and Marketing. Key elements in all policy development relate to:a) Ease of access - neutral, welcoming, non-institutional local environments are key to widening access in an
area such as Salford
b) Partnership working with, for example, Adult and Community Learning, colleges, Sure Start and others to
ensure that opportunities for informal learning are maximised
c) Non-users – developing strategies to attract non-users and lapsed users, ensuring that services meet their
needs – e.g. opening hours, library environments, range of services
d) Free services - where possible, charges are minimised
e) Resource priority for children, young people and special needs
f) Access to People’s Network to be simple and easy while maintaining monitoring regime
2.1.3
Develop and Evaluate practice
Throughout the service, evaluations of existing practice and ideas for new innovative practice are fed through
appropriate groupings and forums, ultimately to the Library Management Team. Service change and
development arising from this is fed into the directorate and corporate planning process [January to March]
and budgets allocated where required or where possible.
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2.1.4
All events and activities are evaluated statistically
Some events and activities use feedback forms
Specific target groups [teachers, parents, carers] are regularly asked to comment on specific practices or
services in general
Evaluations are used by a range of groups to determine development:- Children’s Team
- Staff Reader Development Group
- Staff ICT Group
- Salford Lifelong Learning Partnership
- IAG Network Meeting [Greater Manchester]
- Family Learning Partnership
Education Development Plan
The library service fits into the Education Development Plan [EDP] in terms of: 
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Assisting in raising achievement at all key stages
Project based work, such as organised visits to libraries to undertake specific projects and curriculum
based project packs to support school work and raise achievement
Activities centred on Literacy and English
Policy and action plans in the areas of lifelong learning and out-of-hours learning
The current EDP has limited specific reference to the service, however, discussions with the Assistant Director
[School Improvement] are underway aimed at far closer involvement, especially specifying library service
work that adds value to the 5 priorities, especially,
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Raising attainment at Early Years, Key Stage 1 and Key Stage 2
Raising attainment at Key Stage 3
Raising attainment at Key Stage 4
3
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Schools Causing Concern
Inclusion – Narrowing the Gap and Tackling Under Achievement
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2.1.5
Priorities and Targets
PRIORITIES
1. Widen and
increase user base
ACTIONS
 Continue to develop the Bookstart and
Bookstart and Beyond schemes
 Continue non-user and lapsed user surveys
 Complete Opening Hours Strategy
 Complete Marketing Strategy
2. Maximise the
value of additional
Materials Fund.
 Continue to implement Stock Management
policy
 Continue outreach through Reader
Development Strategy
3. Increase informal
learning
opportunities
 Raise profile of Reader Development work
throughout the region and develop best
practice
 People’s Network Marketing Strategy
 Take opportunities through SRB and ERDF
funding to continue links to adult and
community learning
2.2
DIGITAL CITIZENSHIP
2.2.1
Key Strengths/Constraints/Challenges
TARGETS & TIMESCALES
 3 new schemes in place
March 2004
1 non-user survey to be
completed
March 2004
 Completed
 Completed
March 2004
 Carry out stock audits at
each library
 Develop stock profiles for
each library
 Assess stock selection
procedures
December 2005
Set up reading groups in 2
libraries
December 2003
Continue staff training
Ongoing
Community learning
programme – The Big Read at
Little Hulton
September 2003 to June 2004
Continue work with North West
Time to Read Group
Ongoing
Local promotion and marketing
at each service point
March 2004
Minimum of 3 externally
funded ICT support posts to
March ‘05
Bid by January 2004 for
funding to March 2005
Strengths
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Free unlimited access to ICT/Internet in 14 out of 16 libraries [2 libraries undergoing relocation]
Partnership with Salford Direct to develop wider access to information and e-government transactions
ICT development workers based in libraries offering one-to-one and group training in ICT skills,
concentrating on basic ICT skills, in comfortable surroundings. Learners can then progress to accredited
courses at colleges and LearnDirect centres. [350 sessions; 3560 hours from 9/02 to 9/03]
ICT trained library staff to support use
Computerised Community Information database, available via the Council’s web page
DCMS/Wolfson joint digitisation project with Museums
Relatively low computer ownership in the City, therefore potential to promote digital citizenship within
libraries
Constraints
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Full computerisation not yet complete [due 2004]
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Sustainability of resources
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Limited ICT expertise of library staff beyond ECDL
4
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Reliance on technical support at a corporate level
Challenges
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2.2.2
Staff Training
Promotion/marketing of People’s Network and ICT to non-library users
Role of libraries within corporate e-government roll-out e.g. e-voting
Adapting library role in ICT as more households become PC owners
Policies and Practices
Policy and practice are determined by growing partnerships with
- Corporate Services’ Salford Advance Division, Community Telematics team and Customer
Services Division.
- Salford Lifelong Learning Partnership
The Library Service fits into the web of e-government and digital citizenship developments as a key partner in
the hub of each community, specialising in hard to reach groups, new users and those who are reluctant to use
institutional settings.
a) Most digital services must remain free –only printing is charged for
b) Access to digital services should be easy and non-threatening –using trained staff and neutral
welcoming environments, but encouraging a free, self-help culture.
c) Staff assistance and support is vital, and this is enhanced by Outreach Workers funded by
SRB/ERDF
2.2.3
Library Services users may access electronically in libraries and remotely
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2.2.4
Library Service involvement in implementing e-government strategy
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2.2.5
Most libraries have OPACs, in fully computerised libraries customers can reserve stock
Assisted or unassisted access to council payments facility in libraries
Web access to library catalogue and user services 2005
Access via web to library sites, opening hours and services details
Book purchasing scheme via library or assistance with Amazon
Access via web to community information database
As described elsewhere, Salford has a partnership with Salford Direct to assist the City to meet its egovernment targets by providing local access to ICT facilities and encouraging citizens to use library ICT
to conduct electronic transactions – by scanning forms, making payments on-line, etc.
The library service maintains the Community Information A-Z for the web site and handles the general email enquiry service received through the web site on behalf of the City Council
The ICT in the community project, where one to one outreach work is being conducted in libraries.
The promotion of the City Council web site through libraries providing access to information and on-line
services
The library service is one of the first services on the city’s new website [9/03]
Develop and Evaluate Practice
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People’s Network is closely monitored in terms of time, type of use, quality of use and details of user
Customer feedback forms are used
ICT outreach workers feedback the requirements and needs of their target clientele
E-government team monitors citywide usage quarterly
Regular reports are taken to the Salford Lifelong Learning Partnership and the Family Learning
Partnership
People’s Network Manager sits on the IAG Network Group [Greater Manchester], Adult learners’ Forum
ICT Group, SRB5 development group
Evaluations are fed back to local staff and user groups and ultimately to the Library Management Team to
develop policy and practice. [see also 2.1.2]
5
2.2.6
Priorities and Targets
PRIORITIES
1. Staff Training
2. Promotion and
marketing of People’s
Network and ICT to nonlibrary users
ACTIONS
 Complete NOF funded training
 Develop targeted library management
system training
 Maintain ERDF/SRB funded outreach posts
 People’s Network – local community
launches
3. Role of libraries within
corporate e-government
roll-out
4. Adapting library role in
ICT as more households
become PC owners
2.3
2.3.1
 Use of web cams and video conferencing for
developing remote access to members and
officers
 Increase range of Salford Direct Services
available from branches
 Pilot innovations – e-voting, broadcasting of
meetings, community web sites
Research: Percentage of home PC ownership
 Survey existing People’s Network users
 Research software which is not available or
affordable for home use
TARGETS &
TIMESCALES
 All staff to ECDL level
 All staff to have
completed NOF defined
supplementary training
 Targeted advanced
training
March 2004
All staff
December 2004
Minimum of 3 externally
funded ICT support posts to
March ‘05
Bid by January 2004 for
funding to March 2005
8 launches
3 in 2003/4
5 in 2004/5
Install and train staff
March 2004
4 pilots
September 2004
Train all frontline staff
June 2004
4 exemplar projects
September 2004
Annual figures
Ongoing
COMMUNITY AND CIVIC VALUES
Key Strengths/Constraints/Challenges
Strengths
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Partnerships – for example, Sure Start, Primary Care Trust [LIFT], Language Development Project,
Family Support Team
Close partnership with Heritage Services – Community Heritage Centres in 2 libraries; ‘LifeTimes’
activity in most libraries developing community cohesion; ‘Young Roots’ scheme.
Use of libraries for Community Strategy development, Community Committees and Consultation events
Locally based community libraries – often the only council service in an area and not regarded as
‘institutional’.
Free community/meeting space
3 libraries established within community centres/neighbourhood centre
1 library established within a new High School
Opportunity to re-locate libraries as part of LIFT
Innovative library service to people in their own homes with two new vehicles and specially trained staff.
ICT development workers based in libraries offering one-to-one and group training in ICT skills,
concentrating on basic ICT skills, in comfortable surroundings. Learners can then progress to accredited
courses at colleges and LearnDirect centres.
ICT Development staff work with community groups to help them build websites. Once complete and
‘live’ the group members can use the People’s Network and PCs in other community access points to
update the site
6
Constraints
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Lack of knowledge of non-users needs
Limited staff for outreach work
Socio-economic conditions affect the acceptance of community and civic vales within many parts of the
City.
Challenges
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2.3.2
Addressing gaps in the service within the City.
Review of staff practices to enable more outreach work
Engaging with hard to reach groups in the City.
Corporate working to provide improved services
Policies and Practices
The policy and practice on developing libraries in multi-use sites and acting as ‘hubs’ of the community are
aimed at developing and assisting in community cohesion – plans are in place to locate all libraries in multiuse
community sites [see 2.3.5 Priority 4]
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2.3.3
Actions which assist library users and non-users to develop citizenship and encourage a community
identity
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2.3.4
ICT in the Community outreach work [in year to Sept 2003 – 42 courses; 272 people; 350 sessions; 3560
hours of training; at 9 libraries]
Community web page development – using People’s Network sites
Heritage links – using library sites and libraries with community heritage centres to develop the
LifeTimes Community Heritage initiative
Working with Community Committees to develop community use e.g. Worsley Library where the local
Community Association has free and unassisted use of the library at all times.
Use of libraries as drop-off points for ballot papers for postal vote
Encouraging the setting up of self sustaining reading groups
Encourage community to attend events that bring readers together e.g. author events
Partnership working with other organisations – Sure Start, Age Concern, Action for Employment, local
women and family centres
New build sites will allow opportunities to design better community access, for example “the living room
in the city” .
Library service links into Authority’s plans to improve and develop customer service
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2.3.5
The radical developments around the LIFT PFI will ensure that the presence of the library, health
facilities and One Stop Shop have mutual benefit and increase access and usage for all services.
The opportunities to develop, ultimately, all Salford’s libraries in community sites, many of them new,
allows the potential for user focussed services, both traditional and innovative, in every library.
The Children’s and Young People’s Strategy is placing a clear priority on services for this group to
develop long term community cohesion and civic value.
LIFT – [see above] – bringing One Stop Shop, primary health care and libraries together
Salford Direct partnership – bringing the council closer to local communities through the libraries, and
developing access to housebound and elderly through library mobile services
Reviewing opening hours to better match local need
Direct access to Council Services through the People’s Network
Development and Evaluation
As described in sections 2.1.3 and 2.2.5 evaluations and development initiatives are fed into the planning
process via the Library Management Team. Evaluation specific to community cohesion and the development
of civic values are:
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Reading groups – using evaluation to work towards their self sustainability
Work on website development in partnership with the ICT in the Community team
Salford Direct and the formal feedback mechanisms associated with this
7
2.3.6
Priorities and Targets
PRIORITIES
1. LIFT – taking the
opportunity of new building to
include retail entrances, café
facilities, light, ‘domestic’
furniture, seminar rooms etc.
2. Filling service gaps in the
City – new locations
3. Development of People’s
Network
4. Multi-use sites leading to
local community hubs
2.4
2.4.1
ACTIONS
Ensure final plans have appropriate
library layout and space for redesigned
services.
Plan service redesign – using staff
forums, consultants, internal and
external research
Seek partnerships in order to develop
library access sites in Blackfriars and
Brookhouse areas
TARGETS & TIMESCALES
Final plans
January 2004
First library opens
Mid 2005
Identify partners and establish
appropriate funding
Blackfriars by December 2004
Brookhouse by December 2005
See 2.2.6 [above]
Maintain momentum towards
establishing al libraries in multi-use,
community based sites
Ongoing
4 multi use sites in 2003-4
8 multi-use sites in 2004-5
13 multi-use sites in 2005-6
All sites by 2008
BUILDING CAPACITY TO DELIVER TRANSFORMATION
Key Strengths/Constraints/Challenges
Strengths
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Partnerships to develop services – LIFT/Sure Start/Broughton Hub
The Library Review [2000] and the commitment of the City Council to its recommendations
ICT training and facilities paid for by the Opportunities Fund and the Bill and Melinda Gates Award
Constraints
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Resource issues – limited opportunities for capital and revenue funded growth.
Some staff resistance to change
Challenges
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2.4.2
Improve Leadership/Staff Capacity and skills for service
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2.4.3
Developing services despite restricted budgets
Building on partnership work – exploiting all opportunities
Addressing staff resistance to change ( management of change)
Reaching non-users
Two members of the library management team have taken part in e-learning pilot training programme for
managers– once evaluated this will be extended to more staff
Staff training in ICT skills/ reader development/work with Salford Direct
Annual appraisal for all staff
Race awareness training for all staff
Disability awareness training
Develop and evaluate practice
As described in sections 2.1.3, 2.2.5 and 2.3.5 evaluations and development initiatives are fed into the planning
process via the Library Management Team. Transformation is being delivered at a rapid rate with new
libraries opening and planned, and new ways of delivering services being integrated into service change.
Key elements in evaluating progress include,

The formal appraisal system – annual, with six monthly review – where two way evaluation of change
and training needs can be discussed and fed into training plans.
8
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2.4.4
Feedback from the growing number of staff groups, for example, joint staff forums for the development
of services in the LIFT buildings, and library staff forums on service delivery and reader development.
Partnerships
PARTNER
Primary Care Trust
Sure Start
Connexions
Youth Service
Salford Direct
Community and Social Services
Schools
Adult and Community Learning
ICT in the Community
North West Time to Read
Heritage Service
Education Welfare
Community Associations and
groups
New Deal for Communities –
Albion High
2.4.5
AREA OF WORK
LIFT – four new town centre libraries
Bookstart; Bookstart and Beyond; capital investment in Winton Library
Information Access Points in Libraries
Reader Development work, e.g. Rap Poet event
Improving customer services
Review of use of community space
Schools Library Service; Children’s Services; New community library in new
secondary school
Informal learning development; The Big Read; formal and accredited learning
development
3 Community ICT Development workers; piloting community web design
Developing best practice and continuing to raise the profile of reading
development in the region
Community based heritage
Libraries host their outreach work
Unique formal agreement at one library where Association has free unsupervised
use of space; general meeting space
A new library in a new school which is now a pilot Extended School
Priorities and Targets
PRIORITIES
1. Development
of LIFT –
2. Completion of
Computerisation
Project
ACTIONS
Taking the opportunity to carry out complete service re-design
in four new libraries, using staff forums to deliver appropriate
service redesign,
Working with partner tenants to amalgamate reception, front
of house and information delivery services
All libraries have OPACs and computerised circulation
TARGETS & TIMESCALES
Pilot initiatives at LIFT sites
2005/6
First site opens
2005
Completed
OPACs – March 2004
Circulation – December 2004
Web access to computerised services, catalogue etc.
3. Review of
working
practices
4. Staff training
Catalogue and other services
available on the Web
Estimated mid-2005
Rollout from LIFT staff forums, see 1. [Above]
Key areas:
 Reader Development
 ECDL
 Advanced ICT
See 2.1.5; 2.2.6 [above]
2.4.6
Restructure [aimed at April 2004]
2.4.7
Key aims: To better meet the new demands of service redesign, change and e-government, as well as the
priorities including pre-school work, literacy and the development of informal learning opportunities
Key elements:
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Matching skills to function
Removing barriers to career development
Service redesign and Business Process Re-Engineering in new town centre libraries
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3
PUBLIC LIBRARY STANDARDS – Standards not met
STANDARD
PLS 3i Aggregate opening hours per 1,000 population for all libraries
Once Ordsall and Charlestown libraries have relocated to permanent sites (by December ’03) opening
hours will increase and standard will be met.
MEET BY
2004?
YES
PLS 3ii Proportion of aggregate opening hours that fall outside 9am – 5pm on weekdays
Local circumstances clearly show very low usage on dark evenings. Additional resources being sought
for expanded weekend opening. The four LIFT libraries will aim at 9.00 a.m. to 10.00 p.m. opening in
2005/6 which will fulfil this Standard.
NO
PLS 5 Percentage of libraries open more than 10 hours a week that have access to on-line
catalogues
Will achieve standard by December 2003, once all stock inputted
YES
PLS 6 Percentage of static service points providing public Internet access
YES
Will achieve by December ’03, once Ordsall and Charlestown have relocated to permanent sites
PLS 9 Percentage of requests for books met within 7 days
YES
Completion of computerisation project and additional spending on books will assist in reaching this
standard
PLS 11 Number of library visits per 1,000 population
NO
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This is one of the key PLS and BVPIs at which the service plans are targeted.
2002/3 saw a 20% increase as the People’s Network and other developments came on stream.
The plans for new library buildings and relocated branch services over the next 2 to 3 years could
cause a downturn on this PLS as libraries are temporarily closed, temporarily relocated in less
suitable premises, or working on reduced hours.
Consultation with IPF will be required to assess the method of sampling during this period of
radical change
PLS 13ii Percentage of child library users reporting success in gaining information as a result of a
search or enquiry
YES
Children PLUS survey [2003/4] is expected to show the results of the improvements to staff training and
ICT access for children over the last two years, resulting in meeting this Standard.
PLS 17 Annual items added through purchase per 1,000 population
YES
Increased Materials Fund will lead to this Standard being met in 2003/4
PLS 18 Time taken to replenish the lending stock on open access or available for loan
YES
Increased Materials Fund will lead to this Standard being met in 2003/4
PLS19i Numbers of staff per 1,000 population with appropriate management qualifications
NO
Local circumstances – e.g. the need for outreach to hard to reach communities, work on Sure Start and
Reader Development – mean that traditional qualifications are not always relevant. The planned
restructuring [see 2.4.6] will address these issues.
Pls19ii Numbers of staff per 1,000 population with appropriate ICT qualifications
YES
NOF ICT Training plan will reach completion in 2003/4 and standard will be met


17 out of 28 Standards have been met by March 2003
25 out of 28 will be met by March 2004
10
3.2 Local Targets
3.2.1
Local targets from Annual Library Plan 2002 which were not met.
INDICATOR
1.
ISSUES
books/1,000 pop.
audio vis/1,000 pop.
3.
HOMEWORK HELP CLUBS
– USES
6.
MEMBERSHIP OF
PEOPLE’S
NETWORK: SALFORD
13.
3.2.2
2002/03
TARGET
NOTES
-7% and –11%
Increased materials fund, marketing
strategy, non-user surveys aimed at
improvement
4000
300
3707
266
1300
1259
-3%.
Increased promotion and closer work
with schools
15,000
7,284
-51%
Delay in installation of People’s
Network.
Marketing initiatives, local launches,
outreach workers aimed at
improvement.
See also Target 7. [below]
50%
41%
-18%
Rapid expansion of Bookstart and
Bookstart and Beyond initiatives, plus
marketing and closer work with
schools
NO. OF CHILDREN (AGE
0<13) MEMBERS
AS PERCENTAGE OF 0<13
POPULATION
Local targets from Annual Library Plan 2002 which were met by over 15%
INDICATOR
7.
2002/03
ACTUAL
USES OF PEOPLE’S NETWORK: SALFORD
CHILDREN INVOLVED IN
ACTIVITIES/EVENTS/PROMOTIONS
2002/03
TARGET
35,000
2002/03
ACTUAL
57,928
NOTES
3,500
7366
+110%
+65%
10.
NO. VISITS TO AND BY SCHOOLS
175
265
+51%
11.
NO. EVENTS HELD IN LIBRARIES
Library Organised - Children
50
95
+90%
NO. READER DEVELOPMENT
PROMOTIONS
Displays
32
42
+31%
12.
3.2.3
Local Targets for Specific Groups
Other than for Services to Children local targets for specific groups have not been fully developed and this is
recognised as a weakness.
Work has already taken place, with the Social and Community Services Directorate, the Development Services
Directorate, the Chief Executive’s Directorate and other local agencies to gather baseline figures in order to
establish local targets in these areas for monitoring in 2004/5. Work on benchmarking is ongoing amongst all
members of the Greater Manchester Chief Librarians Group [includes Blackburn and Blackpool]
11
Outline local targets have been developed as follows:-
1.
2.
PEOPLE WITH DISABILITIES
Items issued to housebound customers
4.
5.
Number of items issued to Visually Impaired People [Special
needs Mobile]
Number of items issued to Visually Impaired People [Branch
Libraries]
Service Satisfaction [users of Special Needs Mobiles]
Percentage of mobile visits missed/cancelled
6.
Number of uses of disability adapted People’s Network facilities
3.
2003/4
Baseline from new mobile service
determined in 2003/4.
 Target cannot be set to show
continuous increase as services work
to maximum capacity and have a
waiting list
 Can be used to achieve extra
capacity
As above

Definitions being discussed
Annual survey starts in 2003-4
Baseline in 2003-4


ETHNIC MINORITY COMMUNITIES
1.
New library users who consider themselves from ethnic
minorities
2.
3.
Items loaned/used from Jewish Collection
Percentage of members who consider themselves from ethnic
minorities
4.
Numbers of People’s Network uses by ethnic minorities
SOCIALLY EXCLUDED PEOPLE [see also Disability, Ethnic
Minorities and Children]
1.
Membership of People’s Network
2.
Number of PN sessions used
3.
Number of Reader Development events
4.
Number of people attending reader development events
5.
Number of uses of Connexions Information Access Points
SERVICES TO CHILDREN [Some targets already developed]
1.
Homework Help Club usages
2.
Children involved in activities/events
3.
Number of events for children in libraries
4.
Number of events for under 5s.
5.
Number of children involved in events for under 5s
6.
Number of visits to and by schools
7.
Number of children joining a library as a result of receiving a
Bookstart/Bookstart and Beyond pack
8.
Percentage of 0<13 population who are library members
9.
Percentage of Materials Fund spent on children [ultimate target to
equal percentage of 0<13 as proportion of total population
[currently 16%]
Monitoring methods for assessing
use of adapted workstations and
software.
Baseline survey in 2003-4

At libraries with computerised
membership
 Baseline in 2003-4
Baseline in 2003-4
 At libraries with computerised
membership
 Baseline in 2003-4
Assessment methods being discussed
2003/4
20,000
75,000
40
500
Baseline to be determined in 2003/4
2003/4
1,300
7,500
95
200
2,500
270
200
2004/5
1,400
7,750
100
300
3,500
280
300
2005/6
1,500
8,000
105
350
4,000
290
400
50%
15.5%
55%
16%
60%
At least
equal to the
proportion
of the total
population
12
4.
RESOURCES
4.1 SPACES
STRENGTHS
 Wide branch network serving
communities locally and often the only
council building in a community
 Open, neutral culture
CONSTRAINTS
 Financial restrictions could prevent
best use of the opportunity
CHALLENGES
 To maximise the opportunity for
high quality design
 High revenue cost of PFI leaseback
arrangements
 To maximise the opportunity for
radical service redesign
 Opportunities to rebuild and redesign
four town centre libraries
 To maximise the opportunities
for the library service to play its
full corporate role in multi-use
community sites
 Opportunities to play key role in
development of community ‘hubs’ or
‘campuses’ – 1 on line, 2 planned,
further PFI opportunities in 2nd wave
of LIFT
 To reconcile traditional views of
the service amongst communities
with the opportunity to fulfil
“Framework for the Future”.
 Good level of building maintenance
and of corporate Asset Management
Planning
 Two new Special Needs mobile
libraries
1.
2.
PRIORITIES
To fulfil PLS1
RESOURCE ADEQUACY
Currently adequate
To maximise the number of
libraries in multi-use community
sites
Although one scheme has happened
and 6 more are on line, capital
resources are limited and revenue for
lease back and service redesign is
limited.
COMMITMENT
The City Council is committed to
fulfilling the Public Library
Standards
ONGOING
The City Council’s Asset
management Plan has a key aim to
reduce the number of buildings
The City Council is committed to
the LIFT scheme and is applying
for PFI Credits.
ONGOING – dependent on LIFT, Sure Start and other community schemes [see Note Below]
3.
To maintain the quality of library
environments and to adapt them to
the needs of a modern service.
4.
Establish a library service in areas
of need such as
Blackfriars/Brookhouse
Revenue budgets for furnishings and
equipment are limited but have been
used to good effect in partnership with
corporate maintenance budgets
While additional revenue and
capital are limited, the City Council
is committed to providing a quality
service, especially where multi-use
sites maximise quality and close
community cohesion.
ONGOING – rolling programme of building maintenance and refurbishment
Currently inadequate but potential in
Central Salford Redevelopment
scheme.
The City Council is committed to
this as part of the Review and
ALPs, but resources are currently
not available.
Aimed for 2005/6
13
NOTE:
TIMESCALES: The financial constraints and challenges will always be there, as the City Council balances priorities within limited
resources. However, of the 16 branch libraries: 








3 libraries are in shared sites
1 opens in a new community school in September 2003
4 [main libraries] are to be developed as part of Primary Care Centres [2005]
1 has received funding for redevelopment under Sure Start [2004]
There are plans for 2 more community ‘hubs’ to include a local library [estimate 2005]
1 is planned to include a Tourist Information and Heritage Centre [2004]
1 is planned to develop closer physical and service links with the attached Youth Centre [2004]
The potential for 2 more to merge under the second wave of LIFT is being examined.
The location of the 16th is under review.
4.2 STOCK
STRENGTHS
 £200,000 additional Materials Fund
gives Salford adequate resources to
develop and improve its stock and
access to it.
 Specialist team of Children’s Services
staff has been maintained
 Reader Development Officer
mainstream funded
CONSTRAINTS
 A backlog of under-investment in
stock leading to an ageing and
declining stock
 Publishing world limited and shortterm availability of some stock
 Socio-economic and cultural factors
affecting audience responsiveness to
reading and learning

CHALLENGES
Maximising the value of the
additional resources

Provision of new formats and
new media.

Meeting the needs and
expectations of the diverse
population
 Full computerisation to be completed
in early 2004
 Stock Management and Reader
Development Strategies now complete
 Greater Manchester stock purchase
consortium being established
1..
PRIORITIES
Maximising the value of the
additional resources
RESOURCE ADEQUACY
Good – materials spending in 2003/4 is
above average at £2.6 per head
COMMITMENT
Proven by new funding
Provision of new formats and new
media.
Adequate
Proven by new funding
Ongoing
2.
Ongoing – key developments in 2003/4 with new funding
3.
Promotion, marketing and market
research
Limited
Commitment from corporate teams
is likely
Non-user surveys 2003; Lapsed user survey 2004; Marketing Plan 2004
14
4.3 STAFFING
STRENGTHS
Some staff experienced in
advanced ICT skills


Specialist children’s team has been
maintained

Caring skills in branches and
especially in Special Needs
Service

Growing number of externally
funded outreach staff especially
for BookStart and ICT
1.
2.
3.
CONSTRAINTS
Numbers of staff do not meet current
and developing need


Current structure does not meet
developing needs [see 2.4]
PRIORITIES
Restructuring within existing
budgets
RESOURCE ADEQUACY
Currently inadequate to meet current
average staff levels
Sustaining external funding or
mainstreaming currently
externally funded posts



CHALLENGES
Restructuring within
existing budgets

Management of change

Sustaining external
funding or mainstreaming
currently externally
funded posts
COMMITMENT
Management have the
freedom to manage within
budgetary limits and
conditions of service
agreements
APRIL 2004
Management of change
External assistance required by all
Joint staff forums already
partners – likely to be funded jointly
taking place with support from
Salford Direct, PCT and
Personnel
Monthly joint staff forums at LIFT sites from July 2003 to service opening approx. 2005
Commitment from other
departments and agencies to
find funding for library
partners.
Bids to SRB/ERDF/Sure Start by March 2004
Bids for growth to city council March 04, March 05
Currently OK.
External funding streams need to be
accessed regularly
4.4 ICT
STRENGTHS
 The People’s Network
 External funding for outreach
 Good partnerships within the council
and outside agencies

CONSTRAINTS
Inadequacy of financial resource
for clear sustainability and
upgrading plans


CHALLENGES
Sustainability
Ability to match new
developments e.g. wireless
technology, becoming a local
‘hotspot’
 Corporate support for libraries ICT
development and recognition of its
corporate value
 Digitisation schemes in partnership
with Heritage Services
15
1.
2.
PRIORITIES
Sustainability
RESOURCE ADEQUACY
Currently unclear
COMMITMENT
A very clear corporate
commitment and drive
Bids for growth by Directorate ICT team
A very clear corporate
commitment and drive
Ability to match new developments
e.g. wireless technology, becoming
a local ‘hotspot’
Currently unclear
Continued work with corporate ICT and e-government teams
3.
Sustaining and developing informal
learning
Continuing partnerships with
Community Education and
Community ICT services
Continuing partnerships with Adult and Community Learning, Lifelong Learning Partnership, Community ICT,
local IAG network, WEA etc.
16